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💡Interesting read on the power of process innovation towards hybrid care, definitely the future. Good example showing that collaboration over silos is key and brings value for the patient and the healthcare system. And the story continues ... 📌beMedTech and E-Health Venture organise soon an health innovation afternoon exactly on this topic, entitled: 'Rethinking Diabetes Care: from innovation to new care models.' 👉 We’ll highlight the need for innovation, optimized processes, and data-driven tools to improve life for those with diabetes. Through discussions, expert keynotes, and pitches, we’ll explore how new care models can revolutionize healthcare. Let’s rethink diabetes care together for a healthier future. 📅October 15 🌐https://lnkd.in/emdNCTrB 💎ᴠɪᴘ +30 important and very diverse stakeholders already confirmed participation: from public health insurers over national authorities to political parties and many more #medtechmatters #digitalhealth #hybridcare #innovation #patientcare

❤️🏥“With this infrastructure, we can better tailor cardiovascular care to the needs and wishes of patients and relieve the burden on doctors.” Discover how Heart4Data, in collaboration with the Dutch Cardiovascular Alliance (DCVA), is striving to achieve its mission of automating and reusing cardiovascular health data to enhance patient outcomes and streamline healthcare processes. 📰 Dive into the ICT&health article here: https://lnkd.in/eYgMkEvr Heart4Data, a consortium of the Dutch CardioVascular Alliance in which 24 partners work together, is building a sustainable infrastructure for cardiovascular research. Heart4Data is funded by the Hartstichting and ZonMw. #Heart4Data #Hartzorg #ICT #Zorg  Nederlandse Vereniging voor Cardiologie (NVVC) | NVT | WCN | Beroepsvereniging NVHVV |  Netherlands Heart Institute | Nederlandse Hart Registratie (NHR) | Harteraad | Vereniging Innovatieve Geneesmiddelen | Health-RI | Zorginstituut Nederland | Zorgverzekeraars Nederland | Hart en Vaatcijfers | Dennis van Veghel | Folkert Asselbergs | Jolien Roos-Hesselink |

We are moving dialysis from hospitals to homes - safely. This will improve the overall wellbeing and lengthen life expectancy of the patient. What is more, using home dialysis will lower the extremely high costs linked to dialysis treatment. With the aging population in Finland, the number of kidney patients is increasing, and the treatments are very resource-intensive and costly. HUS Helsingin yliopistollinen sairaala (Helsinki University Hospital) and Fujitsu have been collaborating in a Home Dialysis project within the CleverHealth Network to increase home dialysis for kidney patients by developing a comprehensive, real-time remote monitoring solution to enable more cost-effective treatments with better results. The R&D project has now been finalised, and next the solution will be tested in clinical use by HUS. The article & video below tell more with insights by key experts Director of HUS Abdominal Center Mika Matikainen HUS Head Physician Agneta Ekstrand and Head of Healthcare Markku Mäenpää at Fujitsu Finland. #homedialysis #remotecare #digitalhealth #innovation #ecosystem #cleverhealthnetwork Virpi Rauta Business Finland Spinverse Article: https://lnkd.in/dHVFN7aZ Video: https://lnkd.in/g25XG53k

We are moving dialysis from hospitals to homes in a safe way. Homedialysis will improve overall wellbeing and life-expectancy of patients and lower the high costs of dialysis treatments. With the aging population in Finland, the number of kidney patients is increasing, and the treatments are very resource-intensive and costly. HUS Helsingin yliopistollinen sairaala (Helsinki University Hospital) and Fujitsu have been collaborating in a Home Dialysis project within the CleverHealth Network to increase home dialysis for kidney patients by developing a comprehensive, real-time remote monitoring solution to enable more cost-effective treatments with better results. The R&D project has now been finalised, and next the solution will be tested in clinical use by HUS. The article & video below give more info with insights by Director of HUS Abdominal Center Mika Matikainen HUS Head Physician Agneta Ekstrand and Head of Healthcare Markku Mäenpää from Fujitsu Finland #homedialysis #remotecare #digitalhealth #cleverhealthnetwork #innovation #ecosystem Virpi Rauta Business Finland Spinverse https://lnkd.in/dHVFN7aZ

POSTCOVID-19 WAR era, Accelerated excessive morbidity and mortality rates observed between 2019-2024 compared to 2015-2000 as published by the Dutch Heart Foundation were disastrous Clinical -statistical data (www.hartstichting.nl). There are different hypotheses over excessive and accelerated mortality which I have defined based on my 2-3 model systems between 2018-2024; so-called death triangle-rectangle- pentagonal (Bahram Alamdary Badlou 2018-2024 papers). Almost all other defined mechanisms concerning accelerated excessive mortality rates in the last 4-5 years are ((((partially))))) incorrect. Because of my hard study work in the last 25 years which my research team and I did not get any subsidies, any funding, and the rest got, we decided to publish our unpublished data over the exact mechanism after we got appreciation and paid back all our spent private money to unravel how such accelerated excessive morbidity and mortality rates might work.  Though we published 70-80% of the associated action mechanism(s) but still 20-30% remained to be exposed, after appreciations and payments. PS. (Re)Consider Heart metabolism before death recptors are becoming activated, however...(Bahram Alamdary Badlou, original experimental Cardiology unpublished data 1999-2024)

The Underlying Issues Plaguing the US Dialysis Sector The dialysis sector in the United States faces multifaceted challenges that starkly contrast with the more efficient and patient-centered systems seen in countries with superior quality of life metrics. Despite the common narrative of profit over care, a deeper examination reveals that the fragmentation of care and the lack of value-based approaches are pivotal factors driving the inferiority of the US dialysis system Firstly, the fragmentation of care is a significant problem. Unlike countries with integrated healthcare systems, the US dialysis care landscape is characterized by disjointed services that fail to provide cohesive patient management. Patients with end-stage renal disease often navigate a complex web of providers, resulting in inconsistent care coordination and suboptimal health outcomes. For instance, a study published in the Journal of the American Society of Nephrology highlights how fragmented care pathways lead to higher hospitalization rates and increased mortality among dialysis patients (USRDS, 2020). This disjointed approach impedes the delivery of comprehensive, continuous care that is crucial for managing chronic conditions like ESRD Secondly, the US dialysis sector's lack of emphasis on value-based care exacerbates these issues. Value-based care prioritizes patient outcomes and cost-efficiency, which contrasts sharply with the volume-driven model predominant in the US. According to research from Health Affairs, countries like Germany and Japan, which outperform the US in dialysis care quality, emphasize holistic patient management and integrated care models that enhance patient outcomes and reduce costs (Porter & Lee, 2013). These countries employ robust primary care networks and incentivize preventive measures, significantly reducing the progression of chronic kidney disease to ESRD Moreover, the US's regulatory and reimbursement frameworks often hinder the implementation of such value-based models. The fee-for-service system incentivizes high volumes of dialysis treatments rather than rewarding improvements in patient health metrics. This system stands in stark contrast to the capitation models used in countries like the United Kingdom, where providers receive a fixed amount per patient, encouraging efficient and effective care management The US's reliance on for-profit dialysis providers further complicates the landscape, as these entities often prioritize financial performance over patient-centered care. The consolidation of dialysis services into a few large corporations has led to reduced competition and innovation, further entrenching the status quo #dialysis #ESRD #hemodialysis #PD #CKD #KidneyDisease #chronicKidneyDisease #acuteKidneyDisease

🚨 UTI Care: Are We Missing the Mark? 🚨 A new study reveals that many U.S. primary care physicians are struggling with guideline-driven UTI treatment. Here's what stood out: Complex Guidelines: UTI treatment guidelines can be tough to navigate, leading to inconsistent care. Time Crunch: Time pressures mean doctors often rely on experience over guidelines, which might affect patient outcomes. Resource Gap: There's a need for better tools to help physicians make guideline-based decisions easily. At MyUTI, we’re on a mission to close these gaps with testing & targeted treatment as the backbone. Through putting our datasets into action we will be providing innovative resources and tools to payors and healthcare providers to deliver the best care possible. Physician's Weekly #health #innovation #UTI #primarycare #patientmanagement #antibioticstewardship #urinarytractinfections https://lnkd.in/gfaA_ESd

The fundamental goal of value-based health care is to improve patient outcomes and reduce the cost of achieving these outcomes. New types of agreements have been introduced to improve how organizations collaborate in the health care value chain to improve outcomes for patients. Although most of the attention has been on how the payers of care should pay hospitals, clinics, and other care facilities to improve value for patients, this research focuses on the payment of hospital suppliers. The authors illustrate how Vejle Hospital in the Region of Southern Denmark has been able to create a new relationship with its supplier of primary total knee replacement implants to improve patient outcomes without affecting the regional budget. Primary total knee replacement implants are a strategic product for the region because they are expensive to procure, and improving patient outcomes of primary total knee replacement is a regional priority. The agreement focuses only on patients undergoing primary total knee replacements to increase the control that the supplier has on the final outcomes of its products. The authors provide details on the execution of this contract, which compensates suppliers based on the outcomes that patients achieve. In this agreement, patient-reported outcome measures (PROMs), including functional lift and experience metrics, serve as proxies for patient satisfaction, and clinically reported outcome measures, including length of stay, readmission rates, and revision rates, define whether the supplier receives a 17% bonus or a 17% penalty on the final price of the product. From a starting price of €836, this ranges from approximately €694 (–17% price) to €978 (17% price). Outcome aggregate data are used to illustrate how the agreement has affected the quality of care. Overall, a preliminary analysis of the initial stages of the implementation of this contract (from September 1, 2018, to December 31, 2021) suggests that this new type of agreement has a positive impact on key patient outcomes: https://nej.md/3WFP9iz

𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗛𝗲𝗮𝗹𝘁𝗵 𝗖𝗮𝗿𝗲’𝘀 𝗡𝗲𝘄 𝗙𝗿𝗼𝗻𝘁𝗶𝗲𝗿 Our latest blog discusses how 𝗥𝗲𝗺𝗼𝘁𝗲 𝗠𝗼𝗻𝗶𝘁𝗼𝗿𝗶𝗻𝗴 Transforms Disease Management from Hospital to Home. In today’s healthcare landscape, there is a significant transformation happening, with care delivery expanding from the traditional confines of hospitals and clinics to the comfort and privacy of patients’ homes. This evolution is driven by remarkable advancements in medical technology, specifically Remote Patient Monitoring (RPM). RPM leverages wi-fi connected medical devices that enable patients to manage their health conditions from home while maintaining close communication with their healthcare providers. These devices are designed to monitor vital health metrics, and when these metrics cross certain predefined thresholds—like blood pressure, weight, or blood sugar levels, for example—an alert is sent to the care team, potentially preventing the need for hospitalization through timely virtual consultations. Cardiac RMS is at the forefront of integrating RPM with care management programs, particularly benefiting those living with cardiac and chronic diseases. Evidence suggests that RPM enhances patients’ quality of life and in some instances can decrease the necessity for acute care interventions. By merging RPM with Virtual Care Management (VCM), Cardiac RMS offers a comprehensive approach that includes proactive health monitoring, adherence to care plans, ongoing patient engagement, and communications. This strategy has proven to significantly reduce overall healthcare costs for Medicare beneficiaries by reducing hospitalizations, readmissions, and ED visits. Read the rest of this important blog at https://bit.ly/3Vap6iC. Then get in touch to discuss our cardiac implantable electronic device (CIED) monitoring or RPM programs. #remotemonitoring #rpm #CIED #reducedEDvisits

Wellness Wednesday – Kidney Care Choices Model Year 1 Evaluation On September 16th, The Lewin Group released its report of Year 1 of the CMS Kidney Care Choices (KCC) Model. At least partial improvements were seen in 3 of the 4 Year 1 program targets: Increasing home dialysis rates, especially via peritoneal dialysis Increasing access to kidney transplantation as measured by % of patients on active waitlist status Improving the quality of care by increasing the % of optimal dialysis starts Also, patients appeared to be more engaged in their care as measured by the PAM survey. The program did not show a significant reduction in total cost of care for the patients. Health equity was not addressed in the report, but as has been mentioned prior, the model favors not including groups with high SDOH burdens. Overall, patients and CMS benefited by better care at no additional cost. What the Lewin report didn’t document was the impact on the entities providing the care. By my estimate, the provider groups lost >$200M of investment in the program because there were no net shared savings. They also lost countless hours of physician productivity time. Issues related to the Retroactive Trend Adjustment (RTA), attribution methodology and delays in data release and payments contributed to the poor outcomes for the providers and made effective management of the patients even more difficult. Many groups did not have the expertise or willingness to invest additional money and resources to tackle the second tier of care management necessary to reduce ED visits, hospitalizations, and readmissions. It comes as no great surprise that greater than 20% of the 2024 CKCC cohort chose not to continue in 2025 and further attrition can be expected. Participation in the CKCC will most likely be directly proportional to the capital base of the sponsoring entity, with >75% of them controlled by large dialysis organizations. Finally, The Lewin Report stated that it did not find any unintended consequences of the KCC program. Well, unless it was CMS’ intention to move control of value-based care of renal patients away from those closest to the care (patients and physicians) to those with the most financial clout, I would suggest that here has been one giant unintended consequence. I applaud all the participating groups for their hard work, time and financial commitment, and willingness to be pioneers in renal value-based care. RheoMed MSO, Inc. #valuebasedcare #renalcare